PROJECT MANAGEMENT

PROFESSIONAL.
Session 1 - Question Bank
Project Management Basics

1 A project is:
1. A set of sequential activities performed in a process or system.
2. A revenue-generating activity that needs to be accomplished while
achieving customer satisfaction.
3. An on going endeavour undertaken to meet customer or market
requirements.
4. A temporary endeavour undertaken to create a unique product, service,
or result.
Project Management Basics

2 Project management is:

A. The integration of the critical path method and the Earned Value Management
system.
B. The application of knowledge, skills, tools, and techniques to project
activities to meet project requirements.
C. The application of knowledge, skills, wisdom, science, and art to
organizational activities to achieve operational excellence.
D. A subset of most engineering and other technical disciplines.
Project Management Basics

3 Managing a project typically includes:

A. Balancing the competing project constraints including scope, quality,
schedule, budget, resources, and risk.
B. Integrating requirements of profitability, low cost, and legal responsibility.
C. Implementation of software, hardware, and other systems to enhance
organizational efficiency.
D. Supporting human factors, communications, discipline, and performance
management.
Project Management Basics

4 Portfolio management refers to:

A. Managing various contents of the project file.
B. Managing the levels of financial authority to facilitate project decision
making.
C. Identifying, prioritizing, authorizing, managing, and controlling projects,
programs, and other related work, to achieve specific strategic business
objectives.
D. Applying resource-leveling heuristics across all the organization’s projects to
achieve the organization’s strategic objectives.
Project Management Basics

5 Project success is measured by:

A. Degree to which the project satisfies its time and budget objectives.
B. Triple constraints of schedule, cost, and technical performance.
C. Product and project quality, timeliness, budget compliance, and degree of
customer satisfaction.
D. Degree to which the project satisfies the needs for which it was undertaken
and its long-term contribution to aggregate performance of the organization’s
portfolio.
Project Management Basics

6 A program is a:
A. Grouping of related tasks lasting one year or less.
B. Group of related projects managed in a coordinated way.
C. Project with a cost over $1 million.
D. Sequence of steps constituting a project.
Project Management Basics

7 A primary function of a project management office (PMO) is to support the project

manager in a variety of ways which generally include all of the following
EXCEPT:
A. Delivering specific project objectives and controlling the assigned project
resources to best meet objectives of the project.
B. Managing shared resources across all projects administered by the PMO.
C. Identifying and developing project management methodology, best practices,
and standards.
D. Coaching, mentoring, training, and oversight.
Project Management Basics

8 All of the following are true about projects and operations EXCEPT:
A. Operations are ongoing, repetitive, and permanent endeavours while projects are temporary
endeavours.
B. Projects require project management while operations require business process management
or operations management.
C. Projects can intersect with operations at various points during the product life cycle. At each
point, deliverables and knowledge are transferred between the project and operations for
implementation of the delivered work.
D. Projects, because of their temporary nature, cannot help achieve an organization’s goals.
Therefore, strategic activities in the organization can be generally addressed within the
organization’s normal operations.
Project Management Basics

9 The PMBOK® Guide is the standard for:

A. Managing all projects all of the time across all industries.
B. Managing all projects all of the time across some types of industries.
C. Managing most projects most of the time across many types of
industries.
D. Managing some projects some of the time across few types of industries.
Project Management Basics
10 Enterprise environmental factors refer to both internal and external environmental factors that
surround or influence a project’s success. All of the following are true about these factors EXCEPT:
A. Enterprise environmental factors include organizational culture, structure, and processes.
B. Enterprise environmental factors include government or industry standards, such as
regulatory agency regulations, codes of conduct, product standards, quality standards, and
workmanship standards.
C. Enterprise environmental factors include project management information systems (e.g., an
automated tool, such as a scheduling software tool, a configuration management system, an
information collection and distribution system, or web interfaces to other online automated
systems).
D. Enterprise environmental factors do not include personnel administration functions (e.g.,
staffing and retention guidelines, employee performance reviews and training records,
overtime policy, and time tracking) because these are considered to be functions of the
Human Resources department.
Project Life Cycle and Organization

11 The collection of generally sequential and sometimes overlapping project phases, whose
name and number are determined by the management and control needs of the
organization or organizations involved in the project, is known as the:
A. Project waterfall.
B. Project life cycle.
C. Project life stages.
D. Project Management Process Groups.
Project Life Cycle and Organization

12 All of the following are true about project phases and the project life cycle EXCEPT:
A. Stakeholder influences, risk, and uncertainty are greatest at the start of the
project. These factors decrease over the life of the project.
B. The ability to influence the final characteristics of the project’s product, without
significantly impacting cost, is highest at the start of the project and decreases as
the project progresses towards completion.
C. The cost of changes and correcting errors typically increases substantially as the
project approaches completion.
D. Cost and staffing levels are generally steady throughout the project life cycle.
Project Life Cycle and Organization

13 Which of the following is NOT true about project stakeholders?

A. They are persons or organizations that are actively supportive of the project.
B. They are persons or organizations who are actively involved in the project.
C. They are persons or organizations whose interests may be positively or
negatively affected by the performance or completion of the project.
D. They are persons or organizations that may exert influence over the project,
its deliverables, and the project team members.
Project Life Cycle and Organization

14 In considering project stakeholders, the project management team must do all of the
following EXCEPT:
A. Identify both internal and external stakeholders.
B. Determine project requirements and expectations of all parties involved.
C. As much as possible, create conflicts among various stakeholders to allow
the project team to get its work done.
D. Manage the influence of the various stakeholders in relation to the project
requirements to ensure a successful outcome.
Project Life Cycle and Organization

15 Organizational cultures and styles:

A. Are generally similar and manifest in similar ways.
B. Are generally similar but manifest in different ways.
C. Have no impact on a clearly defined project.
D. May have a strong influence on a project’s ability to meet its objectives.
Project Life Cycle and Organization

16 The project manager has the greatest level of independence and authority in a
_______________ organization.
A. Strong matrix
B. Weak matrix
C. Projectized
D. Functional
Project Life Cycle and Organization

17 The project manager has the lowest level of authority in a

__________________ organization:
A. Functional
B. Weak matrix
C. Strong matrix
D. Projectized
Project Life Cycle and Organization

18 A project coordinator may typically be found in a _____________________

organization.
A. Projectized
B. Strong matrix
C. Weak matrix
D. Balanced matrix
Project Life Cycle and Organization

19 The project manager is more likely to have a full-time role in a organization:

A. Functional
B. Weak matrix
C. Projectized
D. Small capitalization
Project Life Cycle and Organization

20 A common title for the project manager’s role in a projectized organization is:
A. Project Manager.
B. Project Coordinator.
C. Project Coach.
D. Project Expediter
Project Life Cycle and Organization

21 All of the following are generally true about the project management office
(PMO) EXCEPT:
A. It may provide project management support functions.
B. It should be generally located in a centralized, bright, well-ventilated
area.
C. It may provide training, mentoring, and coaching of project managers.
D. It may actually be responsible for the direct management of a project.
Project Life Cycle and Organization

22 Different or conflicting objectives among project stakeholders:

A. Should be encouraged.
B. Should be ignored.
C. Can make it difficult for project managers to manage stakeholder
expectations.
D. Generally make it easy for project managers to manage stakeholder
expectations.
Project Life Cycle and Organization

23 For a large, complex project with cross-functional project needs, the following
organizational structure gives considerable authority to the project manager:
A. Strong matrix organization.
B. Balanced matrix organization.
C. Weak matrix.
D. Functional organization.
Project Life Cycle and Organization

24 All of the following statements about the level of authority of the project manager are
true EXCEPT:
A. In a functional organization, the project manager has little or no authority.
B. In weak matrices, the project manager role is more that of a coordinator or
expediter than that of a manager.
C. The balanced matrix organization does not provide the project manager with the
full authority over the project and project funding.
D. In a strong matrix organization, authority of the project manager is limited.
Project Life Cycle and Organization

25 All of the following statements about the project life cycle and the product life cycle are
true EXCEPT:
A. The product life cycle consists of generally sequential, non-overlapping product
phases determined by the manufacturing and control need of the organization.
B. The last product life cycle phase for a product is generally the product’s
retirement.
C. Generally, a product life cycle is contained within the project life cycle.
D. Generally, a project life cycle is contained within one or more product life cycles.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

26 The five Project Management Process Groups are:

A. Planning, Checking, Directing, Monitoring, and Recording.
B. Initiating, Planning, Executing, Monitoring and Controlling, and
Closing.
C. Planning, Executing, Directing, Closing, and Delivering.
D. Initiating, Executing, Monitoring, Evaluating, and Closing.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

27 Project Management Process Groups are:

A. Overlapping activities that occur throughout the project.
B. Overlapping activities that generally occur at the same level of intensity
within each phase of the project.
C. Generally discrete, one-time events.
D. Discrete, repetitive events that occur generally at the same level of
intensity throughout each phase of the project.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

28 The linkages between Project Management Process Groups are best described by
the following:
A. The work breakdown structure links Process Groups.
B. Process Groups are linked by their planned objectives—the summary
objective of one often becomes the detailed action plan for another.
C. Process Groups are linked by the outputs they produce—the output of one
process generally becomes an input to another process or is a deliverable of
the project.
D. There are no significant links between discrete Process Groups.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

29 The relationship between Project Management Process Groups and project life
cycle phases is best described by the following:
A. They are unrelated, incompatible concepts.
B. They are the same concept described by different terms to satisfy application
area extensions.
C. Phases cross Process Groups such that closing one Process Group provides
an input to initiating the next phase.
D. Process Groups interact within each project phase and are normally repeated
for each phase.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

30 For a project to be successful, the project team must generally do all of the
following EXCEPT:
A. Comply with requirements to meet stakeholder needs and expectations.
B. Balance the competing demands of scope, time, cost, quality, resources, and
risk to produce the specified product, service, or result.
C. Apply knowledge, skills, and processes within the Project Management
Process Groups uniformly to meet the project objectives.
D. Select appropriate processes within the Project Management Process Groups
to meet the project objectives
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

31 All of the following are characteristics of Project Management Process Groups EXCEPT:
A. Project Management Process Groups are linked by the outputs they produce.
B. The Process Groups are seldom either discrete or one-time events; they are overlapping
activities that occur throughout the project.
C. All of the processes are generally needed on all projects, and all of their interactions
apply to all projects or project phases.
D. When a project is divided into phases, the Process Groups are invoked as appropriate to
effectively drive the project to completion in a controlled manner.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

32 The Initiating Process Group consists of the processes performed to:

A. Define a new project or a new phase of an existing project by obtaining
authorization to start the project or phase.
B. Deploy risk mitigation strategies to enhance the likelihood of project
success.
C. Establish and describe the need for a project selection process.
D. Approve the market analysis to ensure resolution of potential contract
disputes.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

33 Invoking the Initiating processes at the start of each phase:

A. Is wasteful and should be avoided whenever possible.
B. Helps keep the project focused on the business need the project was
undertaken to address.
C. Helps ensure that the project continues regardless of changes in the success
criteria.
D. Helps ensure continuous employment of project team members even if the
project is unlikely to satisfy the business need that it was undertaken to
address.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

34 Identifying quality requirements and/or standards for the project and product
and documenting how the project will demonstrate compliance should be
developed in the:
A. Conceptual phase.
B. Planning process.
C. Project implementation phase.
D. Identify Risks process.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

35 The schedule control process for a project:

A. Focuses on starting the project earlier than scheduled to help mitigate
schedule risk.
B. Is necessary for monitoring the status of the project and managing
changes to the schedule baseline.
C. Is concerned mainly with activities that are on the critical path.
D. Should focus entirely on activities that are difficult to carry out.
PROJECT MANAGEMENT PROCESSES FOR A PROJECT

36 All of the following processes are performed in the Executing Process Group EXCEPT:
A. Completing the work defined in the project management plan to satisfy the
project specifications.
B. Coordinating people and resources in accordance with the project management
plan.
C. Integrating and performing the activities of the project in accordance with the
project management plan.
D. Finalizing all activities across all Project Management Process Groups to
formally complete appropriate project phases or contractual obligations.
Answer sheet